5. Political, Economic, Social and Technological Analysis (PEST Analysis) To ensure that political, social, economic or technological factors have not been omitted from the planning process, it is necessary to subject the exhibition project to the final test,

TOPIC 4. ECONOMIC ANALYSIS OF EXHIBITION RISKS

1. Strategic Approach: This approach is concerned with the long-term strategy of the organization and strategic management. This approach is based on a model of the strategic management process (assessment of the organization in accordance with SWOT analysis, determination of the strategic goals and strategy of the organization, implementation of the organization’s strategy, control with mandatory feedback and repeatability of the cycle).

2. Systematic approach. This approach considers the organization as a system within the external environment, and personnel management should combine social and technological processes with the goal of transforming everything incoming and outgoing in relation to the environment. The systems approach at the same time defines personnel management as a part, a component of the organization’s management system, which acts as a complex of interacting elements: subjects and objects, processes, relationships that form a qualitatively defined organizational integrity. On the other hand, an organization’s personnel management is an independently functioning and properly organized subsystem in which its objects and management subjects function, their management relationships are formed, specific tasks for the formation, development and rational use of human resources are determined and implemented. At the same time, the personnel management system, being a component of the management of the entire organization, interacts with its entire environment, takes into account and satisfies its interests. It operates within the framework of generally accepted environment principles, as well as principles and norms that define the foundations of personnel management. Personnel management can also be an independently functioning system of personnel work, including the implementation of specific tasks, mechanisms, and technologies.

3. An integrated approach. It is necessary to take into account the economic, organizational, and psychological aspects of management in their interrelation and interdependence. If one of these aspects of management is missed, the problem cannot be resolved.

4. Integration approach. There is a study and strengthening of relationships between vertical management levels and horizontal management subjects.

5. Marketing approach. Focus on the visitor, consumer, client.

6. Functional approach. Personnel management is a set of functions performed by human resource management departments and personnel services.

7. Process approach. Consideration of the functions of personnel management as interrelated and interdependent (the management process is the total sum of all functions).

8. Dynamic approach. Identification of cause-and-effect relationships, subordination in development, retrospective and prospective analysis.

9. Normative approach. Establishment of management standards for all subsystems of the management system.

10.Administrative approach. Regulation of functions, rights, responsibilities in regulatory documents/acts: orders, instructions, instructions, standards, instructions, regulations.

11.Behavioral approach. Assisting staff in understanding their capabilities and abilities based on scientific management methods.

12. Situational approach. The applicability of various personnel management methods is determined by the specific situation. Situationally determined labor relations are determined by:

Structure business qualities personalities,

The state of the individual (the range of its goals, psychophysiological characteristics, spiritual qualities),

Qualification of employees in accordance with the requirements for the position held,

Knowledge of the situation and development prospects,

Salary, remuneration and prospects for further salary growth,

Structuring and division of labor,

Organization working conditions,

Interpersonal communications,

Management style

The objective state of the living conditions of employees depending on the economic, political, social situation in the country.

Basic management theories related to the development of the organization and its human resources.

Theory one. L. Greiner's five-stage model of organizational growth.

In the “business growth curve” (organizational development), L. Greiner, using the example of the history of the development of Apple Corporation, identifies five key phases, each of which ends with an organizational crisis, and each crisis can be overcome only through a change in forms of management and organizational structure companies.

1. Creation. At this stage, the development of the organization occurs through creation, the creative potential of the founders is realized, which ultimately leads to a crisis of management and leadership. In many ways, this level depends on the competence and special knowledge of one person - the leader, and the organization does not yet have the necessary rigid structure.

2. Management. At this stage, the development of the organization occurs through management, a functional organization and bureaucratic apparatus, formal relations, development of managerial personnel, and control arise. It is necessary to take into account the rule of the “magic number seven”: a person can simultaneously process and control no more than seven independent elements of information. This rule applies to the number of people or number of transactions that can be tracked over a certain period of time. Psychologists call this “span of control,” and this largely determines the principles of managing an organization and its development, and also explains the fact that large organizations are always hierarchical structures consisting of various small groups. The “span of control” of each member of the leadership team should include a specific area of ​​activity, and the head of the organization should control their work based on their “span of control.” This determines further actions related to the development of the organization, since a crisis of autonomy gradually occurs.

3. Delegation. At this stage, the development of the organization occurs through delegation of authority. There is decentralization and transfer of responsibility. Centralized management focuses only on overall strategy development. All this leads to a crisis of management and control.

4. Coordination. At this stage, the development of the organization occurs through coordination. At the sharp turning point of this stage, a crisis of the bureaucratic apparatus occurs. The center concentrates only technical functions (data, etc.).

5. Collaboration. At this stage, the development of the organization occurs through cooperation, through problem solving with the help of teams-groups, groups are created to solve certain problems. The center is actually not needed. At the sharp turning point of this stage, a crisis occurs associated with the psychological development of managers.

Stages of development of an organization according to L. Greiner:

Theory two . Churchill and Lewis's five-stage model.

This theory considers the following stages of development of an organization and its resources:

1. Becoming

2. Survival

3. Success, which includes freedom of action and further growth of the organization

5. Resource maturity

At the same time, this theory examines the development of an organization from the point of view of changes over time in the following factors: strategy, formal management systems and leadership style, the influence of the leader on the organization and organizational structure.

The main management factors for this model are the following:

Factors related to the organization itself - personnel resources, system resources, financial resources, business activity resources.

Factors related to the head of the organization as a developing manager - correct goal setting and determination of priorities, speed of decision making, management abilities, strategic capabilities.

Most management theories related to the development of an organization and its resources pay special attention to the consideration of the so-called factors of “unplanned growth”. They include, first of all, the “time factor” among such factors: everything takes more time than planned. At the same time, the key to time management is: setting priorities and mastering the situation, as well as correctly defining the responsibilities of the manager and the responsibilities of the staff.

The next factor of “unplanned growth” is financial difficulties, it is usually believed that the quantity financial resources must be adequate to the volume of work of the organization. The most important factor in the “unplanned growth” of an organization is often personnel problems, which will be discussed in more detail later.

Human resource management concept- theoretical and methodological basis, as well as a system of practical approaches to the formation of a personnel management mechanism in specific conditions.

Increasing the role of personnel and changing the attitude of entrepreneurs and managers towards them is associated, first of all, with fundamental changes in production. Traditional technology is gradually giving way to flexible production complexes, robotics, high-tech production based on computer technology and modern conditions communications, laser and biotechnologies. As a result of their implementation, the number of personnel is reduced, the proportion of specialists, managers, and highly qualified workers increases. The content of work activity also changes.

In general, the role of skills in physical manipulation of objects and means of labor is decreasing and the importance of conceptual skills is increasing, meaning the ability to represent complex processes in a holistic system, conduct a dialogue with a computer, and understand statistical values. Attentiveness and responsibility, communication skills, oral and written communication acquire particular importance. Empowerment and self-control of an employee in the workplace change the nature of the motivation process and, in general, all personnel management, which is a distinctive feature of modern management.

These changes bring the human factor to the forefront in influencing the long-term success of an enterprise. Well-trained, properly organized and motivated personnel determine the fate of the enterprise. This was realized in the USA, Europe, and Japan.

The emergence in the 20th century of human resource specialists trained in industrial sociology and psychology signaled the beginning of a new era in personnel work. If before that personnel work was a function of line managers at various levels, as well as employees and managers personnel services engaged in accounting, control and administrative activities, the emergence of a management (staff) function related to ensuring the proper level of human resources potential of the organization has expanded the range of tasks and increased the importance of this area of ​​management. (Bazarov, p. 7)

For effective functioning, the personnel management system must be built on scientifically based principles, must use optimal methods and technologies that are consistent with the principles underlying it, and also not contradict general concept development of the organization.

A human resource management system (HMS) that meets the above requirements has a significant impact on the competitiveness of the company. Three groups of competitiveness factors related to personnel and management systems can be distinguished (the percentage of influence of factors on competitiveness is indicated in parentheses):

1. Organizational and social structure management of the organization.
(40%). Its main characteristics:

Flexibility: speed of response to customer wishes and
actions of competitors (matrix structure is the most flexible);

Comprehensiveness: taking into account external and internal factors influence on the company during the formation of structures;

Quality of management and execution of management functions.

2. Level of technical solutions, progressiveness of technologies
(40%). Its main characteristics:

Quality of products and services;

Rate of renewal and timing of product development;

Development and use modern technologies, in
number of information

3. Productivity (20%). Its main characteristics:

Scientific organization of labor in the workplace (standardization, incentives, etc.);

The required quantity of goods to enter the market.

Modern organizations operating in a fiercely competitive environment are forced to optimize management and create a new corporate culture. They must learn to define their mission, development vision, guiding principles and values, the bearers of which are the staff.

On modern stage In domestic management practice, it is important to assimilate the ideas of the systems approach and the understanding that the organization is a developing social system, the main component of which is the personnel.

It is necessary to keep in mind at least three important approaches that deserve special attention at the current stage of development of personnel management in Russia.

Resource approach.

The resource concept now occupies a dominant position in the theory of strategic management because it was able to develop a viable alternative to the previously dominant traditional management concepts. Traditional concepts came either from the idea of ​​“joining” the internal and external environments of an organization (especially the SWOT analysis method), or focused on external factors competitive advantages. The resource approach gives clear priority to their intra-company sources. (p.6 Katkalo)

The main thesis of the resource concept is that all firms are, in fact, different and this heterogeneity can be sustainable due to the possession by specific firms of unique resources and organizational abilities, which, being sources of economic rents, determine the competitive advantages of these firms.""! (p.7)

The resource approach is based on a synthesis of premises and concepts from economic, management and organizational sciences, while other concepts on the topic of strategies are based, as a rule, on only one of these or other disciplines. (Katkalo p. 11

Resources should be viewed as firm-specific assets that are difficult, if not impossible, to imitate (trade secrets, specialized manufacturing facilities, engineering expertise). (13 Katkalo)

Increasingly, it is the management competencies built into the organization, and not the valuable physical or intangible resources basically available on the market (the latest equipment or strong brands), that turn out to be the key to the distinctive advantages of domestic firms in the fight not only against foreign, but also domestic competitors. (Katkalo18)

For management specialists today, it is obvious that human resource or potential has become the greatest reserve for increasing the efficiency of a modern organization.

The development and widespread dissemination of the concept of human resource management is turning into a trend that is in close connection and interdependence with other main directions of management evolution.

One of the main features of the concept of human resource management is the application of strategic management methodology to employee management.

Today, personnel is generally understood as the totality of all human resources that an organization possesses. These are employees of the organization, as well as partners who are involved in the implementation of certain projects, experts who can be involved in conducting research and developing a strategy. Personnel are a strategic factor that determines the future of an organization, because it is people who do the work, give ideas and keep the company alive. Even the most capital-intensive, well-designed organizations require some kind of personnel to run them. People limit or increase the strength and weakness of the firm.

The essence of human resource management is that people are viewed as a company's competitive asset, which must be deployed, motivated, and developed along with other resources in order to achieve the organization's strategic goals. World practice shows that the most important priorities of human resource management are:

Occupying leadership positions, primarily by employees of one’s own company;

Focus on quality and pride in results achieved;

Reducing the status gap between managers and subordinates;

Creation of favorable working conditions and environment;

Encouraging open business communication, evidence-based decisions, employee participation in decision-making;

Layoffs are not made without attempts to find another job;

Formation of a culture of working in a “team”;

Employee participation in profits;

Improvement of employee qualifications.

The main difference between human resource management and personnel management is that HR management is strategic in nature and thus has a greater business orientation. Employee management in this case serves to create “added value” and “form competitive advantage organization" in the long term. Another feature of the HR management concept is the priority of the task of increasing the degree of mutual commitment. A high degree of commitment, instead of behavior regulated by punishments and external pressure on a person, makes it possible to achieve self-regulatory behavior of employees and establish trust relationships In the organisation.

In the twentieth century, two Nobel Prizes in economics were awarded for the development of human capital theory - Theodore Schultz in 1979 and Gary Becker in 19992.

Human capital is the stock of knowledge, skills, and motivations available to everyone. Investments in it can be education, accumulation professional experience, health care, geographic mobility, information search. (Bazarov, p. 130)

One of the most interesting and well-known attempts to use the theory of human capital at the organizational level is the concept of “Human Resources Accounting” (HRA), proposed by Eric Flamholz back in the early 60s.

The emergence of AHR is associated with the emergence of interest in personnel as an important resource of the organization, in the use of which significant reserves are hidden. Any resource is characterized economic efficiency its use. Therefore, it was necessary to develop tools that allow managers to use their personnel more efficiently, evaluate this efficiency and bring it to a monetary value common to other types of resources.

In his first works, E. Flamholz indicated three main tasks of AFR:

1) provide information necessary for making decisions in the field of personnel management for both personnel managers and senior management;

2) provide managers with methods for numerically measuring the cost of human resources necessary for adoption concrete solutions;

3) motivate managers to think of people not as costs to be minimized, but rather as assets to be optimized.

the main objective human resource analysis is the identification, measurement and provision of information about human resources to persons making personnel decisions in organizations. (Bazarov 132)

Thus, global structural and technological changes, increased flexibility, the level of competition, as well as decentralization and privatization have led to the transformation of personnel management - from “personnel function” to “human resource management”. However, the effective use of “human resources” largely depends not only on professional and personal qualities managers, but also from a clearly designed optimal model of the personnel management service, which should be based on the principle of consistency.

Systems approach.

Systems thinking is increasingly used by representatives of almost all sciences. The systems approach is becoming increasingly widespread in the analysis of social systems.

Without the property of systematicity, management cannot take place. It involves many organizations and public structures, a large number of officials and other employees, millions of people. Management uses a variety of expensive material, financial and intellectual resources, and extensive information. Management consists of a mass management decisions and actions. Only consistency can give it the necessary coherence, coordination, subordination, purposefulness, rationality, and efficiency. Management precisely as an organized integrity must be adequately comprehended by managers.

Therefore, in identifying the management system, we will use a general methodological approach. According to this approach, “a system is understood as a set of elements (components, subsystems) that are in relationships and connections with each other and form a certain integrity, unity.”

So, any - global and simplest, social, technical or biological - system has common essential characteristics.

1. The system exists in the environment ( external environment) and manifests itself (functions) only by interacting, connecting with it, adapting to the external environment, adapting, reacting to changes that occur in the external environment. The openness of the system to the external environment largely ensures homeostasis - the ability of the system to maintain its parameters.

2. The system consists of elements, components, subsystems
(system-forming components). Each of these elements is relatively independent and can simultaneously be an element of a system - of a higher order and, on the contrary, can contain a system of a lower order, and the elements in the system are so interconnected that if you change one element, the entire set will change - This is the difference between a system and a conglomerate (a crowd is not a system).

3. The system is formed not from the sum of elements, but from integrity, when the relationships between the constituent elements form an integrative quality (Latin integratio - the unification of any parts into a whole, providing a new quality). It is the degree of integrativeness (interpenetration) that ensures integrity.

Integrity - as the resultant relationship and interaction of all elements and levels, ensures the stability and qualitative certainty of the system.

Each system is characterized by goal-setting, structure, functionality, and integrity as a result of the interconnection and interaction of system elements.

Thus, the management system is characterized by many interrelated elements that form unity and integrity and has integrative properties and patterns.

Experience comes first Western companies, the practical application of a systematic approach confirms the need for its use to achieve high management efficiency. The systems approach is used as a methodological basis, concept and tools when studying any object as a system. Due to the fact that organizations are the most common form social systems, the use of a systematic approach makes it possible to improve the management of both its individual divisions and the management of the organization as a whole.

To move to a higher level of management activity, which is relevant for a significant part of domestic organizations, it is necessary mastering by managers the methodology of system management and practical skills of its use in all sorts of complex situations of market management. This means the ability to always see the interconnection, mutual influence, interdependence and interdependence of phenomena and processes in diverse management practice. Success is mainly determined not by the purely administrative abilities of managers, but by optimal strategy and situational tactics based on a systemic methodology. (Yanchevsky)

It should be noted that specialists in various fields are increasingly focusing on Western models and work practices - these are departments of marketing, sales, finance, logistics, etc. Compared to them, the field of personnel management still often remains the least technologically advanced and manageable. And since any organization is a single integral system formation, each of its “weak links” inevitably affects the productivity of other parts of the organizational mechanism, and therefore the effectiveness of the organization as a whole.

That is why the leaders of large domestic organizations increasingly feel the need to build effective systems personnel management.

The control system must meet modern market conditions:

Have a high flexibility and adaptability, for rapid restructuring of activities under the influence of environmental factors;

- be adequate to complex technologies, requiring new forms of control, organization and division of labor.

- take into account competition in markets;

Meet level requirements quality of services and products;

Respond quickly to changes in the economic situation in the organization;

Take into account the need taking into account the uncertainty of the external environment.

From the point of view of a systems approach, the basis of the management concept the organization's staff currently comprises employee's identity, his motivational attitudes, the ability to form and direct them in accordance with the tasks facing the organization. It is necessary to highlight three main factors that influence people in an organization.

First - hierarchical structure of the organization, where the main means of influence are relations of power-subordination, pressure on a person from above through coercion, control over the distribution of material goods.

Second - culture when shared values, social norms, behavioral guidelines developed by a society, organization, or group of people that regulate the actions of an individual.

Third - market, a network of equal relations based on the purchase and sale of products and services, property relations, balance of interests of the seller and buyer. (Yanchevsky)

A systems approach to management is not only a set of generally accepted management principles - it is a way of thinking in relation to organization and management in an unstable external environment. The main conclusions of the systematic approach to management are the identification of two most important components of the survival of an organization in modern conditions: the ability of managers to predict possible changes in the external environment and the ability to adapt to these changes, both of these factors can be the result of a well-organized personnel management system that produces motivated and competent personnel .

Concept of management

Control is a comprehensive concept that includes all activities and all decision makers, which includes the processes of planning, evaluation, project implementation and control.

Management theory as a science arose at the end of the last century and has since undergone significant changes.

The very concept of “scientific management” was first introduced into use not by Frederick W. Taylor, rightfully considered the founder of management theory, but by Louis Brandeis, a representative of American freight companies, in 1910. Subsequently, Taylor himself widely used this concept, emphasizing that “management is a genuine a science based on precisely defined laws, rules and principles.”

For the past 50 years, the term human resource management has been used to describe the management function devoted to hiring, developing, training, rotating, securing, and terminating personnel.

- a type of activity for managing people, aimed at achieving the goals of a company or enterprise by using the labor, experience, and talent of these people, taking into account their satisfaction with work.

The modern approach to definition emphasizes the contribution of satisfied employees to corporate goals such as customer loyalty, cost savings and profitability. This is due to the revision of the concept of “personnel management” in the last decade of the twentieth century. In place of the contradictory relationships between employers and employees, in which the work environment of the organization was dominated by strict regulation of procedures for interaction with employees, an atmosphere of cooperation has arrived, which has the following features:

• collaboration within small working groups;
• focus on customer satisfaction;
• significant attention is paid to business goals and staff involvement to achieve these goals;
• stratification of organizational hierarchical structures and delegation of responsibility to work group leaders.

Based on this, we can highlight the following differences between the concepts of “personnel management” and “human resource management” (Table 1):

In terms of meaning, the concept of “Human Resources” is closely related and correlates with such concepts as “personnel potential”, “labor potential”, “intellectual potential”, exceeding in scope each of them taken separately.

At the same time, an analysis of the content of vacancies in this category - manager/manager/consultant/specialist - indicates that there is no fundamental difference between “personnel” and “human resources” specialists.

• planning the need for qualified employees;
• compilation staffing table and preparation job descriptions;
• and formation of a team of employees;
• work quality analysis and control;
• development of professional training and advanced training programs;
• employee certification: criteria, methods, assessments;
• motivation: wage, bonuses, benefits, promotions.

Personnel management models

In modern conditions, in global management practice, various personnel technologies and personnel management models are used, aimed at more fully realizing labor and creative potential to achieve overall economic success and satisfy the personal needs of employees.

In general, modern models of personnel management can be divided into technocratic, economic, and modern.

Experts and researchers from developed countries identify the following models of personnel management:

• management through motivation;
• framework management;
• management based on delegation;
• entrepreneurial management.

Management through motivation relies on the study of the needs, interests, moods, personal goals of employees, as well as the possibility of integrating motivation with production requirements and goals of the organization. Personnel policy under this model is focused on the development of human resources, strengthening the moral and psychological climate, and the implementation of social programs.

is the construction of a management system based on motivation priorities, based on the choice of an effective motivational model.

Framework management creates conditions for the development of initiative, responsibility and independence of employees, increases the level of organization and communication in the organization, promotes increased job satisfaction and develops a corporate leadership style.

Management by delegation. A more advanced system of human resource management is management through delegation, in which employees are given competence and responsibility, the right to independently make decisions and implement them.

At the core entrepreneurial management lies the concept of intrapreneurship, which got its name from two words: “entrepreneurship” - entrepreneurship and “intra” - internal. The essence of this concept is the development of entrepreneurial activity within an organization, which can be represented as a community of entrepreneurs, innovators and creators.

IN modern science and management practice, as evidenced by the above analysis, there is a constant process of improvement, renewal and search for new approaches, concepts, ideas in the field of human resource management as a key and strategic resource business organizations. The choice of a particular management model is influenced by the type of business, corporate strategy and culture, and organizational environment. A model that functions successfully in one organization may be completely ineffective for another, since it was not possible to integrate it into the organizational management system.

Human resource management concept

Human resource management concept— theoretical and methodological basis, as well as a system of practical approaches to the formation of a personnel management mechanism in specific conditions.

Today, many people recognize the concept of personnel management of the famous Russian management scientist L.I. Evenko, which identifies four concepts that have developed within three main approaches to personnel management:

• economic;
• organic;
• humanistic.

The economic approach gave rise to the concept of using labor resources. Within this approach the leading place is occupied by technical, rather than managerial, training of people at the enterprise. At the beginning of the 20th century. Instead of a person in production, only his function was considered - measured by costs and wages. In essence, it is a set of mechanical relations, and it should act like a mechanism: algorithmically, efficiently, reliably and predictably. In the West, this concept was reflected in Marxism and Taylorism, and in the USSR - in the exploitation of labor by the state.

Within the organic paradigm, the second concept of personnel management and the third concept of human resource management consistently emerged.

The scientific basis of the concept of personnel management, which developed since the 30s, was the theory of bureaucratic organizations, when a person was considered through a formal role - position, and management was carried out through administrative mechanisms (principles, methods, powers, functions).

Within the framework of the concept of human resource management, a person began to be considered not as a position (structure element), but as a non-renewable resource- an element of social organization in the unity of three main components - labor function, social relations, and the state of the employee. In Russian practice, this concept has been used in fragments for more than 30 years and during the years of perestroika it became widespread in the “activation of the human factor.”

It was the organic approach that outlined a new perspective for personnel management, taking this type of management activity beyond the traditional functions of organizing labor and wages.

At the end of the twentieth century. with the development of social and humanitarian aspects, a human management system was formed, where people represent the main resource and social value of the organization.

Analyzing the presented concepts, it is possible to generalize approaches to personnel management, highlighting two poles of the role of man in social production:

• person as a resource production system(labor, human, human) - an important element of the production and management process;
• a person as an individual with needs, motives, values, relationships is the main subject of management.

Another part of the researchers considers personnel from the perspective of the theory of subsystems, in which employees act as the most important subsystem.

Taking into account all of the listed approaches to analyzing the role of a person in production, we can classify known concepts in the form of a square as follows (Fig. 2).

The ordinate axis shows the division of concepts according to their attraction to economic or social systems, and the abscissa axis shows how a person is considered as a resource and as an individual in the production process.

Personnel management is a specific function of management activity, the main object of which is a person included in certain groups. Modern concepts are based, on the one hand, on the principles and methods of administrative management, and on the other hand, on the concept of comprehensive personal development and the theory of human relations.

MINISTRY OF EDUCATION AND SCIENCE OF THE RUSSIAN FEDERATION

FEDERAL AGENCY FOR EDUCATION

STATE EDUCATIONAL INSTITUTION OF HIGHER PROFESSIONAL EDUCATION

Introduction………………………………………………………………………………3

1. Basic approaches to personnel management………….……….……4

2. Economic approach…………………………………………………….….….……..5

3. Organic approach……………………………………………………….…….….…….7

4. Humanistic approach………………………………………….…11

5. The positive role of the humanistic approach……………….….….…15

6. Comparative assessment of management approaches……………...….....…17

7. Japanese and American approaches to personnel management of an organization………………………………………………………………19

Conclusion…………………………………………..……………………..20

Literature……………………………………………………………………………….21

Introduction

The development of personnel management as a type of independent activity is evolutionary in nature. Its formation occurred with the development of industry, science and technology, the professionalization of activities, i.e. the emergence of diverse professions and specialties, the formation of a system vocational education, increasing the capital intensity of a person’s professional experience, as well as developing the prerequisites for professionalization personnel policy and personnel management.

Traditionally, the following stages of development are distinguished: scientific approaches to personnel management:

physiocratic, when a person is presented as a bearer of power, this approach is focused on the natural, energetic capabilities manifested by him;

rationalistic(pragmatic), when a person is understood as an economic resource, a factor of production, here the focus is on rational human actions; technocratic, when a person is regarded as an element of the “human-machine complex”, this approach is focused on the adequacy of a person’s professional capabilities to the requirements of the technosphere;

humanistic, when a person is understood as the most important value of a society or organization, this approach is focused on the professionalism, intellectual and cultural level of a person.

Basic approaches to personnel management

Personnel management activities are a targeted impact on the human component of the organization, focused on aligning the capabilities of personnel with the goals, strategies, and conditions for the development of the organization.

One of the most important components of management activities - personnel management, as a rule, is based on the concept of management - a generalized idea (not necessarily declared) of a person’s place in the organization. In the theory and practice of managing the human side of an organization, four concepts can be distinguished that developed within the framework of three main approaches to management: economic, organic and humanistic:

1) use of labor resources;

2) personnel management;

3) human resource management;

4) human control.

1. Economic approach

The economic approach to management gave rise to the concept of using labor resources. Within the framework of this approach, the leading place is occupied by technical (in the general case instrumental, i.e. aimed at mastering work techniques), rather than managerial training of people at the enterprise. Organization here means the orderliness of relationships between clearly defined parts of a whole that have a certain order. In essence, an organization is a set of mechanical relationships, and it must act like a mechanism: algorithmically, efficiently, reliably and predictably.

Among the basic principles of the concept of using labor resources are the following:

1) ensuring unity of leadership - subordinates receive orders from only one superior;

2) adherence to a strict management vertical - the chain of command from superior to subordinate descends from top to bottom throughout the organization and is used as a channel for communication and decision-making;

3) fixing the necessary and sufficient amount of control - the number of people subordinate to one boss should be such that this does not create problems for communication and coordination;

4) maintaining a clear separation between the headquarters and line structures of the organization - staff personnel, being responsible for the content of activities, under no circumstances can exercise the powers vested in line managers;

5) achieving a balance between power and responsibility - it makes no sense to make someone responsible for any work if he is not given the appropriate authority;

6) ensuring discipline - submission, complementarity, energy and the manifestation of external signs of respect must be carried out in accordance with accepted rules and customs;

7) achieving the subordination of individual interests to the common cause through firmness, personal example, honest agreements and constant control;

8) ensuring equality at every level of the organization, based on goodwill and fairness, to inspire staff to effectively perform their duties; a well-deserved reward that improves morale, but does not lead to overpayment or overmotivation.

Short description economic approach to management is presented in table. 1.

Conditions for efficiency and special difficulties within the framework of the economic approach.

Table 1

2. Organic approach

Within the framework of the organic paradigm, the following have consistently emerged:

1) concept of personnel management;

2) the concept of human resource management.

It was the organic approach that outlined a new perspective for personnel management, taking this type of management activity far beyond the traditional functions of organizing labor and wages. The personnel function from registration and control gradually became developmental and expanded to the search and selection of employees, career planning of important figures for the organization, assessment of management employees, and improvement of their qualifications.

The focus on human resources contributed to the birth of a new idea of ​​the organization. It began to be perceived as a living system existing in the environment. In this regard, at least two analogies (metaphors) were used, which contributed to the development of a new view of organizational reality.

The first, based on the identification of the organization with the human personality, introduced into scientific circulation such key concepts as goals, needs, motives, as well as birth, maturation, aging and death or revival of the organization.

The second, taking the functioning of the human brain (“the organization as a brain that processes information”) as a model for describing organizational reality, allowed us to look at the organization as a collection of parts connected by lines of management, communication and control.

Identification of the organization with the human personality

An illustration of the first possibility is the use of the provisions of A. Maslow’s theory of motivation as a basis for identifying the directions and content of personnel management activities (Table 2).

Identifying the organization with the brain

The possibility of considering organizational reality by analogy with the brain activity of highly organized living beings was facilitated by research in the field of cybernetics, brain physiology and neuropsychology. It was in these studies that concepts such as “function”, “localization” and “symptom”, “communication” and “feedback”, which are essential for the field of personnel management, were revised.

Thus, “function” was traditionally understood as the function of a particular organ. For example, the secretion of bile is a function of the liver. However, such an understanding of the founder of Russian neuropsychology, according to A. R. Luria (1973), is clearly insufficient to explain more complex processes, such as digestion and respiration. He notes:

It is easy to see that the initial task (restoration of homeostasis) and the final result (bringing nutrients to the intestinal walls or oxygen to the alveoli) remain the same in all cases. However, the way this task is accomplished can vary greatly. So, if the main group of diaphragm muscles working during breathing ceases to function, the intercostal muscles are included in the work, and if for some reason they suffer, the muscles of the larynx are turned on and air is swallowed, as it were...

Correspondence of personnel management activities to the dominant needs of the individual.